Probably everyone in the industry has heard some variation of the joke about wheels on toolboxes being the cause - or a result of - the high rate of turn-over among the industry's technicians.

And although at least anecdotal evidence suggests that turn-over in the industry has slowed from what it was in past decades, anyone with employees has undoubtedly faced the two-fold process of dealing with an employee's departure and then finding a replacement.

It may not be possible to remove all the stress - and costs - such turn-over can create, but there are some concrete steps to take to make it as positive for your business as you can.

One last interview

Whether they storm out in anger or respectfully offer you a 2-week notice, it's never pleasant having an employee quit. But human resource experts say far too many employers - particularly at smaller businesses - miss a key opportunity that such departures offer.

"An exit interview with a departing employee is your opportunity to obtain information about what your company is doing well - and what your company needs to do to improve," says Susan Heathfield, a management consultant who specializes in human resources.

Exit interviews can tell you a lot about your company because rarely is a current employee willing to offer such frank feedback as one on the way out. It can help you pinpoint weaknesses in a manager (or yourself), and can help gather helpful information about salary/benefit packages in your market as well as other information about your competition.

Conduct such interviews face-to-face if possible, human resource experts suggest. You can often read a lot into a person's facial expressions or body language. Keep the session relaxed and conversational, treating the employee as an advisor rather than a traitor.

It's better if the employee's direct supervisor does not conduct the interview, which can be a challenge for smaller companies. One shop owner with seven employees says he has his wife talk with departing employees; because she works at the shop only part-time and not as a supervisor, he has found that employees have seemed more comfortable and open talking with her than when he did the exit interviews.

And as with most data-collection, exit interviews will be a waste of time if you're not prepared to use the information you receive. You have to be willing to act on the suggestions you hear. Communicating this to the departing employee can also be a good way to end the relationship on a positive note (which could help you down the road if you'd like the employee to return) because even most dissatisfied employees feel some connection to their co-workers and want to feel they are in some way helping.

Effective exit interview questions

• If you were put in charge of your department (or the company as a whole), what are the first things you would change?

• What could have changed 3-6 months ago that would have prevented you from looking for a new job?

• What factors tipped the scale as you decided whether to stay or take the other position?

• Who do you think is next to resign, and why?

• Do you think your manager was fair and reasonable and communicated with you adequately?

• If one other person leaving the company would cause you to think twice about leaving, who would that person be?

• What would make you consider working for this company again in the future?

One additional note: Employees leaving your company may still be a little hesitant to honestly share all their views about your company right away. They may know they will likely want you as a reference in the future and may not want to burn a bridge. (That's why decisions shouldn't be based on just one employee's comments but only if there is a trend in the comments or additional research backs up what the departing employee said.)

One way around that hesitancy can be to follow-up with employees who have left, particularly those you didn't want to see leave, several weeks or even months later. Do the regular exit interview at the time of their departure; it can be a chance to make a counter-offer or otherwise convince them to stay. But if not, invite them to lunch after some time has passed and ask them similar exit interview questions. The time lapse may make them feel more comfortable about being open with you - and who knows, you may find out that at that point they have some interest in coming back to work for you.